“New Normal” implications for global talent in the wake of economic nationalism and slowdown

As a result of global economies' protectionist policies, followed by economic nationalism and a downturn, there is a shortage of talent with the requisite skills, knowledge, and abilities to meet the contingencies amid COVID-19. The recent developments have necessitated multinational businesses to manage their talent in a new international business context. Therefore, the purpose of this paper is to explore the implications of the “New Normal” for global talent which is manifested by economic nationalism and slowdown. This study used an inductive method to qualitative research, conducted in-depth interviews with 28 top executives from multinational corporations. The implications for the global talent emerged from the current study as skill enhancement based on the emerged business model; training and development pertinent to new responsibilities and activities; adaptability to changes in the macroenvironment; emphasis on employee proactivity, experimentation, and risk-taking; emphasis on hyperspecialization to take on contract positions; global talent needs to participate in remote learning; global talent must emphasize on mental health issues; and registering in talent exchange programs to fill talent skill shortages.     

Integrating global mobility and global talent management: Exploring the challenges and strategic opportunities

Although global mobility represents an important element of many multinational enterprise's (MNEs) global talent management systems, the two areas of practice have largely been decoupled in research and practice. The current paper aims to build a dialog around the integration of these two important areas of practice and illustrate how the integration of global mobility and global talent management can contribute to the success of the MNE. Human capital and social capital theories are introduced as theoretical frames for the integration of the two areas and global talent pools and routines for managing global staffing flows are introduced as key organizational routines that can maximize the contribution of global mobility to the MNE. The paper also considers challenges and opportunities for the integration of mobility and talent and outlines some directions for future study.     

Global talent management: A life cycle view of the interaction between human and social capital

We present a theoretical model that describes the interaction between social and human capital and the different forms that such an interaction may take – positive and negative. Extending the concepts of stocks and flows of knowledge, this model evaluates social capital flows against human capital stocks. When we compare these flows to the value of human capital, we are able to better understand how these resources can interact with each other, influence global talent development, and change over time. We discuss the implications for practices in global talent management in selecting, developing, and harnessing talent.     

Global talent management: Shaping the careers of internationally educated talents in developing markets

In the context of globalization, country‐level actions to manage global talent (e.g., development of immigrant‐friendly policies, policies to attract back skilled diaspora, or investment in the international education of youth) have been underresearched. The aim of this article is to analyze the impact of a country‐level global talent management practice on the careers and career success of its talents in the Republic of Kazakhstan, a developing country in Central Asia. Using qualitative methods, this study introduces new dimensions of career success evaluation for internationally educated talents in developing markets: use of knowledge acquired abroad and international aspect of the job. Based on these dimensions, it develops a model of career types. The career types predict the varying degrees of talents' career success and their involvement in sharing and capitalizing on knowledge, ideas, and international experience, which may have an impact on society. The study contributes to the field of global talent management and career success by providing empirical evidence on an underresearched topic in the underresearched context of developing markets.     

倡导企业定岗定编岗位定额的细化管理

现代社会知识经济结构的转变,促进了人才资源趋向膨胀性快速发展.市场经济环境下,现代企业管理出现了多元化局势.倡导企业实行科学合理的岗位定额,定岗定编细化管理,成为当前形势下,企业管理的创新性实践举措,有助于推动现代企业的健康运行.     

The war for talent: human capital challenges for professional service firms

Abstract

Professional service firms face particular human capital challenges. This study reflects on the distinctive characteristics of professional service firms through the concepts of knowledge intensity, low capital intensity and professionalized workforce. Based on in-depth interviews with 21 partners of Australian law firms, we provide empirical evidence on the war for talent challenges faced by professional service firms and in particular, law firms. The findings point to talent management challenges including reputation building and maintenance, employee autonomy, knowledge acquisition, revenue and profitability through internationalization, managing knowledge across borders, managing employee mobility, talent acquisition and retention, talent engagement, performance management and developing leadership capability. These challenges are important issues to be considered by professional service firms as they attempt to compete more effectively in global business contexts.     

论电子商务企业员工培训管理体系的构建

构建有效的培训管理体系是电子商务企业解决人才紧缺问题的重要手段。电子商务企业培训具有培训对象复杂、培训知识跨度大和培训内容更新快的特点。电子商务企业应通过引导员工辨识自我培训需求、切实做好培训需求分析、制定合理的员工培训计划、严格执行培训评估。采取有效措施促进培训效果转化和成立培训管理监督办公室等手段来构建有效的培训管理体系。     

An empirical study on the effects of an enterprise fan page

Most major enterprises have invested in social networking to provide services, promote products, or communicate with customers. However, to date, no clear understanding on the effects of social networks on business performance has emerged. This study examines the relationship between the capability of the enterprise to manage social networks and the resultant benefits of their investing in the social network. A fan page on Facebook is the selected target of study. By analyzing the effort required to manage a fan page, we measured the fan-page managing capability by its number of fans. Then, we proposed six hypotheses for empirical examination of the causal relationship between enterprises’ social network managing capability and business benefits. The study applied two-stage data collection and testing. The first stage is to build a general understanding of the relationship between the number of fans and business revenue. Based on findings of the first stage, the study tested the hypotheses on selected global firms and sought patterns of benefits generated from the fan page. This study builds deep understanding from various aspects about fan-page effects on enterprises, and proposes that firms that provide products and services with characteristics of low-product price, short-product durability, and low-customer involvement are empirically influenced by the management of their fan pages.     

How have Japanese multinational companies changed? Competitiveness,management and subsidiaries

Evidence on the strategies and capabilities of Japanese multinational companies (MNCs) and their subsidiaries points to aspects of established management practices (typically home-grown) that complicate or inhibit adaptation to the demands of global competition since the 1990s. Japanese MNCs have had to respond, amongst other trends, to the switch from production to buyer-driven global value chains, cross-border vertical specialization, global factory strategies and strategic alliances and cooperative relationships. Amongst the factors that might affect the ability of Japanese MNCs to make competitive and organizational transitions are: parental MNC intent and capability in the cross-border transfer of management practices; the impact of host country risk on investment, ownership and entry strategies; measures of institutional difference and the gap in economic development between home and host nations; parent firm–subsidiary and subsidiary–subsidiary power relations and knowledge boundaries; and the evolution of insider networks that might overcome institutional and cultural distances within an MNC.     

Balancing individual and organizational goals in global talent management: A mutual-benefits perspective

Drawing from the talent management and global mobility literatures, there is simultaneous pressure to address both organizational goals to place talent internationally, and individual goals of self-initiated expatriation. This raises important questions for the future of global talent management (GTM): how might individual and organizational goals be balanced to the mutual benefit of both parties? Qualitative data from pilot studies in multinational corporations demonstrate a largely financially driven balancing act between self-initiated and organization-assigned expatriate assignments. Building primarily from psychological contract theory, this study builds propositions for future research, and explores the implications for global talent management practice.     

浅谈企业管理之“以人为本”

现代企业管理中遵循以人为本的原则,既是时代发展和中国社会进步的迫切需要,又是人的全面发展的必然要求。企业应坚持“以人为本”的原则,优化配置企业人力资源,建立客观公正的绩效评价与激励体系;改变传统的经营观念和人才意识,建立科学的业绩考核体系;加强员工情感沟通,增强企业的凝聚力及核心竞争力。     

目的国网络嵌入、本土化服务能力与跨境B2C出口企业绩效：海外仓策略的一个理论解释

为探索海外仓情境下跨境B2C出口企业绩效的提升路径，以本土化服务能力为中介解释目的国网络嵌入和企业绩效之间的关系，将目的国网络嵌入区分为知识嵌入、商业嵌入和政治嵌入三个维度，把本土化服务能力区分为本土化物流服务能力、本土化分销服务能力和本土化冲突协调能力三个维度，从而构建了“目的国网络嵌入→本土化服务能力→跨境B2C出口企业绩效”模型。基于PLS-SEM结构方程建模方法对问卷调查数据进行实证分析，研究结果表明：海外仓情境下目的国网络嵌入和本土化服务能力对跨境B2C出口企业绩效都具有显著影响；本土化服务能力在目的国网络嵌入对跨境B2C出口企业绩效的影响路径上具有完全中介作用；知识嵌入仅通过本土化物流服务能力的中介对跨境B2C出口企业绩效产生影响。     

Social Knowledge Environments

Knowledge management represents a key issue for both information systems’ academics and practitioners, including those who have become disillusioned by actual results that fail to deliver on exaggerated promises and idealistic visions. Social software, a tremendous global success story, has prompted similarly high expectations regarding the ways in which organizations can improve their knowledge handling. But can these expectations be met, whether in academic research or the real world? This article seeks to identify current research trends and gaps, with a focus on social knowledge environments. The proposed research agenda features four focal challenges: semi-permeable organizations, social software in professional work settings, crowd knowledge, and cross-border knowledge management. Three solutions emerge as likely methods to address these challenges: design-oriented solutions, analytical solutions, and interdisciplinary dialogue.     

跨境电商对中小企业发展带来的机遇与挑战

在全球化背景下,跨境电商作为一种贸易新业态,为中小企业走向国际市场带来良好的发展机遇。全球化布局的常态化为中小企业发展跨境电商铺平了道路,其中新兴市场的崛起开辟了巨大的市场空间,平台服务生态的改善提供了重要支撑,新技术主导则为其提供了“弯道超车”的机会,持续政策支持也为中小企业打通跨境电商市场提供保障。然而机遇的背后存在着巨大的挑战,中小企业在发展跨境电商时,应积极布局,从策略创新入手,选择好市场的突破口;立足于管理创新,不断提升跨境物流效率,并且重视人才支持体系建设,更好地促进中小企业跨境电商的发展。     

Global talent management during the COVID-19 pandemic? The Gods must be crazy!

The ongoing COVID-19 pandemic has brought terrifying effects for labor markets all around the world. Just as we witness rapid changes in terms of the ways of working (working from home), we are also observing an increase in unemployment. The ways in which major corporations with international operations process their global talent management (GTM) already represents a challenge in relatively stable times and clearly, in a period of such great and sustained turbulence as current experienced, this task becomes still more difficult. Hence, our research aims to study the impact of GTM on the international performance of major companies during the COVID-19 pandemic period. To this end, we surveyed a sample of 59 large companies that act in external markets. Through recourse to multiple linear regressions, we conclude that GTM practices return positive impacts on levels of international performance. Our research returns theoretical implications in terms of the application of integrated GTM models and with the results of significant relevance to corporations operating internationally, and thus enabling them to better understand which strategic human resource management policies will return the best GTM results.     

Global talent management and global talent challenges: Strategic opportunities for IHRM

The need for multinational firms to be as competitive in the global marketplace as possible has increased dramatically over the past twenty years. For international human resource management this has meant many strategic opportunities to international human resource management. An excellent example of such an opportunity is that which exists regarding the management of talent. This opportunity began to develop in the late 1990s with the advent of the challenge of “global talent management.” During the past few years this opportunity has expanded to include challenges dealing with talent shortages, talent surpluses, locating and relocating talent, and compensation levels of talent. Together, these conditions are all “global talent challenges”. In this article we describe these several global talent challenges and the strategic opportunities they present to firms and propose the implications of these for firms and for the field of international human resource management.     

Home base and knowledge management in international ventures

This paper examines the scope and sequence of international activities carried out by nascent international ventures. Building on earlier research about foreign direct investment (FDI) and knowledge management in international firms and on the analysis of six international ventures the paper develops a number of propositions. We suggest that international ventures are conceived as ‘international’ because cross-border activities increase the chances of venture survival and growth. We also suggest that, in the early stages of international ventures, cross-border activities that augment the venture's knowledge base are more prevalent than cross-border activities that exploit the venture's knowledge base. Finally, the paper points out research trajectories for more detailed studies of knowledge management in international ventures.     

Global performance management systems: The role of trust as perceived by country managers

This study focuses on a critical mechanism of the international human resource management process: performance management. The study specifically explores how the process of global performance management is perceived by the country managers of multinational corporations' subsidiaries in Australia. The study reveals that a multinational corporation's systemic demand for short-term profit has the potential for inhibiting employee–supervisor relationships and perceived effectiveness of performance management appears to be dependent on the relationship and level of trust between the country manager and her/his supervisor. On the basis of the research findings, relational communication and psychosocial factors such as trust play an important role in the functioning of a country manager vis-à-vis their perceptions of the performance management process. The study suggests that, with the current approach to global performance management for country managers, despite the expense involved in the process, many of the potential benefits may not be realized. Social exchange theory is proposed as the foundation for developing more effective and fluent global relationships based on trust.     

中小企业人力资源管理存在的问题及对策研究

当前,我国中小企业在人力资源管理方面存在的问题,主要有缺乏人力资源战略规划,缺乏完善的人力资源开发和培养体系,人员考核与激励机制不规范等,原因在于中小企业缺乏必备的人力资源管理知识,人才观念落后,缺乏良好的企业文化支支撑等。中小企业做好人力资源管理工作,需要科学构建人力资源管理体系,采取积极有效的人力资源管理战略,以科学规范的人力资源配置来为企业的永续发展服务。同时,在做好人力资源规划、培训与开发、考核与激励的基础上,努力构建发展型的企业文化,坚持以人才为本,重视员工在企业中的价值,从而使人力资源管理发挥最大的效用,促进企业实现持续快速发展。     

Talent management and career development: What it takes to get promoted

Based on the talent management literature, this paper investigates managerial skills that are essential for managers’ job promotion. Using arguments from the human and social capital literature and following tournament logic, we claim that a manager's own experience, expertise, and network size positively affect promotion odds, while strong colleagues decrease promotion odds. Studying 7003 promotions to middle management and 3147 promotions to senior management, we find broad support for our hypotheses, but find also that network size no longer predicts promotion to senior management. Our findings have implications for individual career development and talent management programs.